Posts Tagged ‘Management’
Talent Management – Which Module Should We Deploy First? Learning Management
Posted by: grandma in Employee Development, Goals, Succession Planning, Talent Management on March 31st, 2009
Talent Management integration is natural between the primary modules. When companies look to deploy a talent management solution they often struggle with how to map out a technology strategy. There are a couple of good firms that can help companies with projects like this (HRchitect and Knowledge Infusion to name two). Software firms like SumTotal, which is the highest rated Learning Management vendor, have built their company around “Talent Development”. Learning Management has been around at least 15 years and is the most mature module in the talent suite. It is the first module you should deploy. On the opposite end, Succession Planning is the last module that should go live because so many inputs are required for a sound succession plan – many of those inputs come from the Learning function.
Most companies have training programs already for their employees. Learning Activities need to be tied to a development plan; the association of these activities needs to be in place to execute the training. Your company should do development planning during the goal setting process. Development goals can be created alongside with work goals. It is a great time for your manager to convey a growth mindset and that they are amenable to pushing their employee to train. Tacit permission is needed so the employee can feel comfortable diverting from their job activities.
Learning Management is also the primer for Workforce and Succession Planning. Any company that plans its people around business initiatives will need to train its people. Any company that plans for succession and leadership development will need its people to acquire new skills.
The last, and most important reason, is that the return on investment for Learning is the greatest and most provable for all the talent modules. I hear a lot of CEO’s on analyst calls claim to develop and train their people – often these are hollow statements. If your company spends greater than 4.0% of payroll on learning and development, you know that this isn’t lip service.